Interim Manager Supply Chain

Situation:

• Production consistently behind schedule
• Revenue more than 30% below target

Contribution of Thomas Lueftl:

• Implemented elements of Lean Management
• Streamlined shopfloor management and meeting cascade
• Created and implemented KPIs and controls to manage throughput, losses and revenue generation
• Implemented side systems to the ERP to extract data and create meaningful reports
• Implemented mentoring system for new hires
• Improved parametrization of the production planning system
• Streamlined vendor contracts to secure availability of materials

Role:

• Interim Manager leading Production Management
• Task Force Leader

Result:

• Throughput and revenue consistently on target.

Situation:

• Actual production volumes are behind growth expectations. Backorders & threat to lose customers. Limited space for production & logistics.

Contribution of Thomas Lueftl:

• Implement sales & operations planning and scheduling; customer centered KPIs; shopfloor management.
• Defined stock levels.
• Transferred logistics to an outside warehouse and implemented processes & system changes.
• Head of Supply Chain team
• Head of Task Force.

Result:

• Increased output by 20%.
• Increased ability to deliver on time and in full to the customer from 63% to 95%.

• OEE (Overall Equipment Efficiency) improvement from 83% to 88%.
• Improved (Shopfloor) Management Operating System with Root Cause analysis and TPM.
• Leadership Development & Coaching.
• Accompaniment of first line leaders during daily routines.

• Contributed to $ 2 M p.a. OPEX reduction, scope: production, maintenance, Logistics, EHS.
• Development of a capacity management tool for Logistics Operations.
• Advanced Shopfloor & Production Management Systems
• Leadership and performance coaching.
• Training in Management System Elements.

• Efficiency quick checks for laboratories
• Detected potential for > 10% throughput improvement
• Scope of the work was Sales & Operations Planning, Project & Order Management, Digitization

• Optimization of purchasing and supply chain processes
• Spend analysis, category management, vendor consolidation
• Locked production schedule and schedule optimization
• Prototyping of IT tool to support planning, scheduling, order management and stock reduction
• 10% stock reduction

Task:

• Procurement Operational Excellence Manager
• Responsible for vendor development & excellent procurement processes

Reference Project (among others):

Situation:

• Complex technical problems and no clarity about the root cause: production site, vendors, equipment manufacturer.

Contribution of Thomas Lueftl:

• Brought all parties at one table.
• Focused and data driven solution of problems.
• Lead the analysis of the problem with data & information from the shopfloor.
• Implemented process Control.

Result:

• Root Cause found at one vendor.
• Reduced defect rate from 400 ppm to 20 ppm.